Work-order Management with John Reeve

Work-order management is the key for successful asset management programs. It is usually incorporated in the CMMS in its designing stages to obtain knowledgeable information out of the system. It can be defined as the process of tracking of all the maintenance activities from initiation to completion. Work orders are used to keep record of every task that is being carried in the facility. It can be planned—when you have bigger jobs to perform such as condition-based monitoring—or it can be unplanned in case of small corrective actions of simple fixes.

Whenever there’s complicated task to be carried out, planned work orders are always a good idea because of effective, well thought-out actions. Work order can be prioritized as well as suggested by the planner or supervisor. It also contains information about resource allocation for task implementation as assigned by the supervisor. It has records of feedback on each and everything that is being carried out with suggestions and best practices from the experts responsible for doing those tasks. Work management has wide range of things but its main purpose is to keep valuable information about the asset and maintain its history to be accessible by anyone who may need it for decision making.

It allows you to keep track of cost and performance which makes it easier plan ahead whenever there’s a new work order to be written or performed. The organizations can start in work order management by listing the help of software consultant, internal subject matter experts, or external experts who are well-versed in industry best practices to help them get things in place. After that, the rest depends on the organizational objectives and the resources that they have. They could have limitations in certain area but with some creative steps, they can link their processes and procedures to the CMMS in order to get actionable information from it.

Even if you don’t have the proper resources and formal work-order management process, you can save a lot of money by doing regular PMs and performing failure analysis. Good planning and scheduling adds much more benefits in the long term, of course. You need to have some sort of a planner and scheduler position in the organization to reap some of these benefits by making the best use of failure data and asset history. Having enough staff and good experts helps a lot but management’s vision about the end goals matters more than anything else.

They must have an idea about where they want to go and have basic resources to help them get there. There should be some sort of a process in place and that process should be made part of the software system to meet the needs of your business. Leadership will also need to understand the importance of failure and work order data to utilize the CMMS in an optimized manner. Whatever the case maybe, drilling down the top bad factors for your critical assets into the failure modes can help you stop recurring problems. Improving the data quality and training the employees is vital as well.

Eruditio Links:

• Eruditio
• HP Reliability
• James Kovacevic’s LinkedIn
• Reliability Report

John Reeve Links:

• John Reeve LinkedIn
• Failure codes to Failure Modes
• LinkedIn Post – Do you have the staff by John Reeve
• Past John Reeve episodes

180-Work-order Management with John ReeveJames Kovacevic

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